The most effective way for operating partners to integrate post-acquisition is not by presenting a strategic plan, but by asking "What do you need help with?" and performing hands-on, tactical work to fill immediate talent or resource gaps, which builds trust and yields deep insights.

A new CEO’s first few months are best spent gathering unfiltered information directly from employees and customers across the business. Avoid the trap of sitting in an office listening to prepared presentations. Instead, actively listen in the field, then act decisively based on those firsthand insights.

Rushing to implement a new strategy in a CPO role can be catastrophic. A structured 90-day plan prioritizes understanding nuance first. Spend the first 30 days on customer and team interviews, the next 30 drafting and aligning on strategy, and only begin executing changes in the final 30 days.

When starting a new partnerships role, resist the pressure to show immediate results. Spend the first 90 days on a listening tour with internal teams and external partners to identify systemic patterns and root causes, rather than applying superficial 'Band-Aid' solutions.

In your first 90 days, resist the urge to be the expert. Instead, conduct a "listening tour" by treating the organization as a product you're researching. Ask questions to understand how work gets done, what success looks like, and what challenges exist at a systemic level.

When a new leader joins, the immediate pressure is to deliver results. However, the most effective first step is to 'wander'—to observe, listen, and deeply understand the existing environment and power dynamics before trying to implement change.

The first six months are critical for a senior hire who has skills but lacks internal network and company knowledge. New leaders must prioritize finding a supportive manager and shipping a small project quickly to learn the organizational mechanics, rather than assuming their experience is enough.

A PM's first job is to earn influence, not exert authority. This is achieved with a 'listening tour'—proactively meeting key people in engineering, sales, and marketing to understand their challenges and build relationships before proposing any product work.

Curiosity is a long-term strategy, not a one-time tactic. By consistently asking curious questions across multiple interactions, you can identify a client's evolving business patterns and trajectory. This deep understanding allows you to anticipate needs and transform your role from a transactional vendor to a trusted strategic partner.